Replying to LO29004 --
Hello, Kenneth -- You raise some great questions.
> I am slightly confused about the concept of the role of
> consultants/outside help in a learning organization. Senge seems to
> suggest that you should not invite a consultant into your organization for
> an extended period of time, or multiple times because the organization
> will become dependent on their efforts instead of figuring out how to
> accomplish the tasks with the talents available in the organization.
Certainly, there are a great many consultants who would indeed come in and
pursue their own interests, rather than focus on building the capacity of
the org. But there are also many consultants that would work to foster
increasing independence, independence, solidarity, etc. My impression
from Senge was he opposed the presence of the former. There is little,
however, that an outside consultant could do that the organization
couldn't do for themselves, with a bit of time and critical thinking.
> relation to mental model modification training, I would argue that the
> consultant is "re-wiring" the brain of the managers, helping them get
> through mental blocks that inhibit them from working to their potential.
> This type of outside help seems to fully benefit an organization, not
> detract from it.
I'd have to say that no consultant can re-wire the brain of anyone,
including the managers. At best, they can set up conditions that will be
more or less conducive for people's development along certain lines. If
we go in intent on doing the re-wiring, we will certainly end up fostering
dependency and reinforce learned helplessness or similar things.
> I seem to understand that
> expansion of knowledge or improvement of skill will always enhance a
> learning organization, is this accurate?
I think this is a common conception, but one that remains controversial.
I'm of the belief that these will not necessarily enhance a learning
organization, but it could enhance it. The potential is there, but how
individual or group learning impacts on the organization depends on
several other variables within the system.
> In applying the concepts of a Learning Organization to consulting work,
> would a consultant be wise to introduce specific ideas to the clients, or
> would they be better off having the clients read the book and do a mini
> seminar on the ideas of the Learning Organization?
I see this all as a process of drawing out rather than one of putting in
(have never supported that banking/deficit model of learning or development).
If the interest is there, sure, it might be neat if some leaders read the
books. Introducing certain ideas might also be helpful, though that would
depend a great deal on how it was approached. Keep in mind, though, that
there are learning organizations involving people who have never studied
or heard about Senge's concepts; and there are those who have studied
Senge extensively who still fail to grasp the fundamentals of an LO.
I'll be interested in hearing other people's responses!
Best,
Terri
Terri A. Deems, PhD
WorkLife Design
tadeems@aol.com
"There is a principle which is a bar against all information, which is proof
against all arguments and which cannot fail to keep [a person] in everlasting
ignorance--that principle is contempt prior to investigation." (H. Spencer)
Des Moines Scottsdale Moline
515-964-0219 vitalwork@aol.com http://www.worklifedesign.com
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